A Quote by Steve Ballmer
Our goal in making these changes is to enable Microsoft to achieve greater agility in managing the incredible growth ahead and executing our software-based services strategy.
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The rigor and discipline we use in running our business is key to consistently executing our growth strategy. And we systematically applied the same discipline to our investments, including acquisitions.
Microsoft does not dominate the software industry by any stretch of the imagination. We have lots of very able competitors who keep us constantly vigilant, and sometimes they beat us to the punch. Microsoft's success to date is based solely on the fact that people like Microsoft software.
This is a critical time for the industry and for Microsoft. Make no mistake, we are headed for greater places — as technology evolves and we evolve with and ahead of it. Our job is to ensure that Microsoft thrives in a mobile and cloud-first world.
I think we're proving ourselves as we go along. The past several months our strategy has been evolutionary - making maximum advantage of our client browser, as well as our enterprise software for people who want to build Web sites.
Our goal is long-term growth in revenue and absolute profit - so we invest aggressively in future innovation while tightly managing our short-term costs.
One of the big changes at the heart of Web 2.0 is the shift from the creation of software artifacts, which is what the PC revolution was about, to the creation of software services. These are services that ultimately, if they are successful, will require competencies of operation, of scale, and the like.
I feel very good about our business and the speed at which we are executing our strategy to drive differentiation for Accenture and accelerate our rotation to The New.
President Abbas, you've dedicated your life to advancing the Palestinian cause. Must this conflict continue for generations, or will we enable our children and our grandchildren to speak in years ahead of how we found a way to end it? That's what we should aim for, and that's what I believe we can achieve.
Throughout our history, Microsoft has won by making big, bold bets. I believe that now is not the time to scale back the scope of our ambition or the scale of our investment. While our opportunities are greater than ever, we also face new competitors, faster-moving markets and new customer demands.
Standing up Global Services will accelerate our capabilities across all Boeing services and support areas - from our traditional parts, modifications, and upgrades business to strengthening our data analytics and information-based offerings.
I think reconceptualizing Microsoft as a devices and services company is absolutely what our vision is all about. Office 365 and Azure on the services side are representative of it.
Greater personal choice, individually tailored services, stronger local accountability, greater efficiency - these are all central to the new direction of travel we have set for our public services.
I'm incredibly impressed by people who organize to achieve a goal, and believe that they can make a difference and then go ahead and do just that. I think it's incredible.
There's a strong distinction to be made between dry code smart contacts and wet code's physical law. So law is based on our minds, our wetware - it's based on analogy. The law is more flexible; software is more rigid. Various laws tend to be batched in jurisdictional silos. Software tends to be independent.
Our efforts for inclusive growth are holistic and not piecemeal; well planned and not knee jerk reactions; not for small changes but for quantum leap; making people the partners in growth not just beneficiaries; addressing the local needs by using global ideas and technology. And this is why our efforts in e-governance have been applauded the world over.
I would definitely like to work at Microsoft, since software development and exploring new technologies has always been my passion, and Microsoft is best when it comes to next-generation software technologies.
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